xiii, 365, [28] pages : 28 cm

Includes bibliographical references (pages 289-349) and index

Machine generated contents note: pt. One INTRODUCTION -- ch. 1 Introduction To The Field Of Organizational Behavior -- The Field Of Organizational Behavior -- Historical Foundations of Organizational Behavior -- Why Study Organizational Behavior? -- Perspectives Of Organizational Effectiveness -- Open Systems Perspective -- Organizational Learning Perspective -- High-Performance Work Practices (Hpwp) Perspective -- Stakeholder Perspective -- Connecting the Dots: Organizational Effectiveness and Organizational Behavior -- Contemporary Challenges For Organizations -- Globalization -- Increasing Workforce Diversity -- Emerging Employment Relationships -- Anchors Of Organizational Behavior Knowledge -- The Systematic Research Anchor -- The Multidisciplinary Anchor -- The Contingency Anchor -- The Multiple Levels of Analysis Anchor -- The Journey Begins -- pt. Two INDIVIDUAL BEHAVIOR AND PROCESSES -- ch. 2 Individual Behavior, Personality, And Values -- Mars Model Of Individual Behavior And Performance -- Employee Motivation -- Ability -- Role Perceptions -- Situational Factors -- Types Of Individual Behavior -- Task Performance -- Organizational Citizenship -- Counterproductive Work Behaviors -- Joining and Staying with the Organization -- Maintaining Work Attendance -- Personality In Organizations -- Personality Determinants: Nature versus Nurture -- Five-Factor Model of Personality -- Jungian Personality Theory and the Myers-Briggs Type Indicator -- Personality Testing in Organizations -- Values In The Workplace -- Types of Values -- Values and Individual Behavior -- Values Congruence -- Ethical Values And Behavior -- Three Ethical Principles -- Moral Intensity, Ethical Sensitivity, Situational Influences, and Mindlessness -- Supporting Ethical Behavior -- Values Across Cultures -- Individualism and Collectivism -- Power Distance -- Uncertainty Avoidance -- Achievement-Nurturing Orientation -- Caveats about Cross-Cultural Knowledge -- ch. 3 Perceiving Ourselves And Others In Organizations -- Self-Concept: How We Perceive Ourselves -- Self-Concept Complexity, Consistency, and Clarity -- Self-Enhancement -- Self-Verification -- Self-Evaluation -- The Social Self -- Self-Concept and Organizational Behavior -- Perceiving The World Around Us -- Perceptual Organization and Interpretation -- Specific Perceptual Processes And Problems -- Stereotyping in Organizations -- Attribution Theory -- Self-Fulfilling Prophecy -- Contingencies of Self-Fulfilling Prophecy -- Other Perceptual Effects -- Improving Perceptions -- Awareness of Perceptual Biases -- Improving Self-Awareness -- Meaningful Interaction -- Global Mindset: Developing Perceptions Across Borders -- Developing a Global Mindset -- ch. 4 Workplace Emotions, Attitudes, And Stress -- Emotions In The Workplace -- Types of Emotions -- Emotions, Attitudes, and Behavior -- Cognitive Dissonance -- Emotions and Personality -- Managing Emotions At Work -- Emotional Display Norms across Cultures -- Emotional Dissonance -- Emotional Intelligence -- Assessing and Developing Emotional Intelligence at Work -- Job Satisfaction -- Job Satisfaction and Work Behavior -- Job Satisfaction and Performance -- Job Satisfaction and Customer Satisfaction -- Job Satisfaction and Business Ethics -- Organizational Commitment -- Consequences of Affective and Continuance Commitment -- Building Organizational Commitment -- Work-Related Stress And Its Management -- General Adaptation Syndrome -- Consequences of Distress -- Stressors: The Causes of Stress -- Individual Differences in Stress -- Managing Work-Related Stress -- ch. 5 Employee Motivation -- Employee Engagement -- Employee Drives And Needs -- Maslow's Needs Hierarchy Theory -- Learned Needs Theory -- Four-Drive Theory -- Expectancy Theory Of Motivation -- Expectancy Theory in Practice -- Organizational Behavior Modification And Social Cognitive Theory -- Organizational Behavior Modification -- Social Cognitive Theory -- Organizational Justice -- Equity Theory -- Procedural Justice -- Goal Setting And Feedback -- Characteristics of Effective Feedback -- Sources of Feedback -- Evaluating Goal Setting and Feedback -- Job Design Practices -- Job Design and Work Efficiency -- Job Design and Work Motivation -- Job Design Practices That Motivate -- ch. 6 Decision Making And Creativity -- Rational Choice Paradigm Of Decision Making -- Rational Choice Decision-Making Process -- Problems with the Rational Choice Paradigm -- Identifying Problems And Opportunities -- Problems with Problem Identification -- Identifying Problems and Opportunities More Effectively -- Searching For, Evaluating, And Choosing Alternatives -- Problems with Goals -- Problems with Information Processing -- Problems with Maximization -- Evaluating Opportunities -- Emotions and Making Choices -- Intuition and Making Choices -- Making Choices More Effectively -- Implementing Decisions -- Evaluating Decision Outcomes -- Escalation of Commitment -- Evaluating Decision Outcomes More Effectively -- Creativity -- The Creative Process -- Characteristics of Creative People -- Organizational Conditions Supporting Creativity -- Activities That Encourage Creativity -- Employee Involvement In Decision Making -- Benefits of Employee Involvement -- Contingencies of Employee Involvement -- pt. Three TEAM PROCESSES -- ch. 7 Team Dynamics -- Teams And Informal Groups -- Informal Groups -- Advantages And Disadvantages Of Teams -- The Challenges of Teams -- A MODEL OF TEAM EFFECTIVENESS -- Organizational and Team Environment -- Team Design Elements -- Task Characteristics -- Team Size -- Team Composition -- Team Processes -- Team Development -- Team Norms -- Team Cohesion -- Team Trust -- Self-Directed Teams -- Success Factors for Self-Directed Teams -- Virtual Teams -- Success Factors for Virtual Teams -- Team Decision Making -- Constraints on Team Decision Making -- Team Structures to Improve Decision Making -- ch. 8 Communicating In Teams And Organizations -- The Importance Of Communication -- A MODEL OF COMMUNICATION -- Influences on Effective Encoding and Decoding -- Communication Channels -- Internet-Based Communication -- Problems with Email -- Workplace Communication through Social Media -- Nonverbal Communication -- Choosing The Best Communication Channel -- Social Acceptance -- Media Richness -- Communication Channels and Persuasion -- Communication Barriers (Noise) -- Information Overload -- Cross-Cultural And Gender Communication -- Nonverbal Differences across Cultures -- Gender Differences in Communication -- Improving Interpersonal Communication -- Getting Your Message Across -- Active Listening -- Improving Communication Throughout The Hierarchy -- Workspace Design -- Internet-Based Organizational Communication -- Direct Communication with Top Management -- Communicating Through The Grapevine -- Grapevine Characteristics -- Grapevine Benefits and Limitations -- ch. 9 Power And Influence In The Workplace -- The Meaning Of Power -- Sources Of Power In Organizations -- Legitimate Power -- Reward Power -- Coercive Power -- Expert Power -- Referent Power -- Contingencies Of Power -- Substitutability -- Centrality -- Visibility -- Discretion -- The Power Of Social Networks -- Social Capital and Sources of Power -- Gaining Power from Social Networks -- Consequences Of Power -- Influencing Others -- Types of Influence Tactics -- Consequences and Contingencies of Influence Tactics -- Organizational Politics -- Minimizing Organizational Politics -- ch. 10 Managing Workplace Conflict -- The Meaning And Consequences Of Conflict -- Is Conflict Good or Bad? -- The Emerging View: Constructive and Relationship Conflict -- Conflict Process Model -- Structural Sources Of Conflict In Organizations -- Incompatible Goals -- Differentiation -- Interdependence -- Scarce Resources -- Ambiguous Rules -- Communication Problems -- Interpersonal Conflict Handling Styles -- Choosing the Best Conflict Handling Style -- Cultural and Gender Differences in Conflict Handling Styles -- Structural Approaches To Conflict Management -- Emphasizing Superordinate Goals -- Reducing Differentiation -- Improving Communication and Mutual Understanding -- Reducing Task Interdependence -- Increasing Resources -- Clarifying Rules and Procedures -- Third-Party Conflict Resolution -- Choosing the Best Third-Party Intervention Strategy -- Resolving Conflict Through Negotiation -- Bargaining Zone Model of Negotiations -- Strategies for Claiming Value -- Strategies for Creating Value -- Situational Influences on Negotiations -- ch. 11 Leadership In Organizational Settings -- What Is Leadership? -- Shared Leadership -- Competency Perspective Of Leadership -- Authentic Leadership -- Competency Perspective Limitations and Practical Implications -- Behavioral Perspective Of Leadership -- Choosing Task-versus People-Oriented Leadership -- Servant Leadership -- Contingency Perspective Of Leadership -- Path-Goal Theory of Leadership -- Other Contingency Theories -- Leadership Substitutes -- Transformational Perspective Of Leadership -- Transformational versus Transactional Leadership -- Transformational versus Charismatic Leadership -- Elements of Transformational Leadership -- Evaluating the Transformational Leadership Perspective -- Implicit Leadership Perspective -- Prototypes of Effective Leaders -- The Romance of Leadership -- Cross-Cultural And Gender Issues In Leadership -- Gender and Leadership -- pt. Four ORGANIZATIONAL PROCESSES -- ch. 12 Designing Organizational Structures -- Division Of Labor And Coordination -- Division of Labor -- Coordinating Work Activities -- Elements Of Organizational Structure -- Span of Control -- Centralization and Decentralization -- Formalization -- Mechanistic versus Organic Structures -- Forms Of Departmentalization -- Simple Structure -- Functional Structure -- Divisional Structure -- Team-Based Structure -- Matrix Structure -- Contingencies Of Organizational Design

Note continued: External Environment -- Organizational Size -- Technology -- Organizational Strategy -- ch. 13 Organizational Culture -- Elements Of Organizational Culture -- Content of Organizational Culture -- Organizational Subcultures -- Deciphering Organizational Culture Through Artifacts -- Organizational Stories and Legends -- Rituals and Ceremonies -- Organizational Language -- Physical Structures and Symbols -- Is Organizational Culture Important? -- Contingencies of Organizational Culture and Effectiveness -- Organizational Culture and Business Ethics -- Merging Organizational Cultures -- Bicultural Audit -- Strategies for Merging Different Organizational Cultures -- Changing And Strengthening Organizational Culture -- Actions of Founders and Leaders -- Aligning Artifacts -- Introducing Culturally Consistent Rewards -- Attracting, Selecting, and Socializing Employees -- Organizational Socialization -- Organizational Socialization as a Learning and Adjustment Process -- Organizational Socialization and Psychological Contracts -- Stages of Organizational Socialization -- Improving the Socialization Process -- ch. 14 Organizational Change -- Lewin's Force Field Analysis Model -- Understanding Resistance To Change -- Employee Resistance as a Resource for Change -- Why Employees Resist Change -- Unfreezing, Changing, And Refreezing -- Creating an Urgency for Change -- Reducing the Restraining Forces -- Refreezing the Desired Conditions -- Leadership, Coalitions, And Pilot Projects -- Transformational Leadership and Change -- Coalitions, Social Networks, and Change -- Pilot Projects and Diffusion of Change -- Two Approaches To Organizational Change -- Action Research Approach -- Appreciative Inquiry Approach -- Cross-Cultural And Ethical Issues In Organizational Change -- Organizational Behavior: The Journey Continues

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